Henrik Stampe is an experienced Executive Interim Manager with extensive knowledge in IT, software, consulting, and complex technical solutions. With a proven track record of driving growth in startups and large enterprises, he can help companies in diverse industries and markets to overcome their challenges. In 2019, after two decades in the tech industry, he decided to become independent, leveraging his deep understanding of markets and product development to help companies achieve commercial excellence and drive business transformation. We have talked to Henrik about driving complex transformations and his key insights.

Why did you decide to become an Interim Manager?

“After two decades in the it and tech industry, it was time for a career change. I have built a “toolbox” that many companies can benefit from and a good understanding of markets and product development. It is very satisfying to be able to help companies overcome their challenges and ensure a performing and engaged organisation. My first interim assignment was as Chief Commercial Officer of EMEA at the digital consulting firm Monsterlab. The company needed help with building a commercial strategy and playbook and lacked a sales organisation. The solution was later implemented globally.”

In 2021 you were engaged as Interim CEO at Mono Solution via Nordic Interim; can you tell us about the assignment?

“Mono Solutions was owned by Bauer Media and needed to be transformed as it didn’t perform well. They needed to get rid of the previous year of deficit and prepare the company for selling. The organisation of 80 employees had to stay motivated and engaged at the same time there was a need to identify key areas for making the company profitable. This included a well performing team, setting a partner model, business model, a modernisation of the digital platform, secure the cashflow and set a roadmap for the future. Mono Solutions was then successfully sold to an American Private Equity firm.”

How do you as an Interim Manager ensure that you keep your employees engaged during a transformation?

“Before starting a transformation, you need to create a model looking at the current situation, what your assignment is, and what the desired goal is. Based on that, you make a plan and set clear actions. Important keys are to make a thorough assessment of the situation, financial performance, operational efficiency, competence assessment, organisational health and the company culture. Set clear vision and goals that are measurable and ensure that your stakeholders have bought into your plan and have a unified understanding of the outcome. During the transformation you need to be very comprehensive, give training and support, and communicate regularly and clearly openly and honestly. There are always employees that don’t want the change and to minimise resistance you need to communicate what the change means for them individually. I find it much easier to communicate as an interim as you can be objective and free from internal politics and old truths. There is always a challenge to get the organisation to understand why you make a transformation and it is important to listen, give feedback, and detect potential issues early. Celebrate milestones and successes!”

Why is it beneficial for a company to engage an Executive Interim Manager to lead a transformation?

“To lead and implement a transformation, you need a specialist, just as when you go to a doctor for treatment. As an interim you don’t have a history in the company, no hidden agenda or biases. An interim is loyal to the assignment and can be very direct and is a proven strong leader.”

Can you tell us more about your background?

”In 2005, I became the Nordic Managing Director at Ascom, where I helped transition the company from a hardware-driven, technical focus to a more solution and client-oriented approach, particularly in hospital surveillance. I then moved to Experian as Commercial Director for Europe, integrating two acquired companies and leading their cultural transformation.

In 2012, I joined Secunia as an Interim Manager and later became SVP of Global Sales/COO/VP of North America. I resolved conflicts between sales channels, modernised their approach, and established a US office with a strong sales team and effective KPIs. Following this, I joined IBM as an Executive Partner, managing their Nordic Microsoft business and overseeing strategy, development, sales, and operations. I then became the Chief Sales Officer at Too Good To Go, a startup focused on reducing food waste. I expanded the business from 2 to 9 markets and grew the team to 180 employees, helping to build a commercial organisation in each country. Returning to Microsoft as Senior Principal Pursuit Lead, I managed major clients, developing commercial strategies for large projects and client pursuits. Ultimately, I decided to focus on Executive Interim Management to engage more directly with business challenges.”

What do you do to keep a good work/life balance?

”To me, it is important to stay healthy and exercise. I enjoy working out in my gym, walking in the nature and just reflecting on life while doing it. I’m a certified mindfulness coach and meditate every day. I can use that in my work as well, for example, at Too Good To Go we had a mindful session every Monday and it contributed to employee wellbeing, reduced stress and minimised sick leave! Every morning, I swim in the sea throughout the year, – even during cold winter times.”

What is your best tip when visiting Copenhagen?

“The city is beautiful, and it is easy to get around, just stroll through the streets or take a bike. You should definitely visit the Tivoli Gardens and if you have time, the Art Museum Louisiana north of Copenhagen is well worth a visit. If you are into the food and beverage scene there is a wide choice and I recommend Kødbyen, – where you will find food places for every taste.”

Key insights from Henrik Stampe:

The initial steps in a transformation process are crucial for setting a strong foundation. Here are the key considerations:

1. Assessment and Diagnosis: Start by conducting a thorough assessment of the current state of the organisation. This includes financial performance, operational efficiency, market position, and organisational culture.
2. Clear Vision and Goals: Establish a clear vision and specific, measurable goals for the transformation. This ensures that all stakeholders have a unified understanding of the desired outcomes.
3. Stakeholder Engagement: Identify and engage key stakeholders early in the process. This includes employees, customers, suppliers, and investors. Their buy-in is critical for successful implementation.
4. Change Management Plan: Develop a comprehensive change management plan that addresses communication, training, and support. This plan should be designed to help employees transition smoothly and minimise resistance.
5. Resource Allocation: Ensure that the necessary resources, including budget, personnel, and technology, are allocated to support the transformation efforts.

Effective leadership and communication are key to a successful turnaround. Here are the steps I follow:

1. Transparent Communication: Maintain open and honest communication with all stakeholders. Regular updates on progress, challenges, and achievements help build trust and keep everyone aligned.
2. Engaging Leadership: Lead by example and be visible throughout the organisation. This helps to inspire confidence and demonstrate commitment to the transformation.
3. Tailored Messaging: Customise communication for different stakeholder groups. Employees need to understand how changes will affect their roles, while customers and suppliers need reassurance about continuity and improvements.
4. Feedback Mechanisms: Establish channels for feedback and actively listen to concerns and suggestions. This helps to identify potential issues early and fosters a sense of involvement among stakeholders.
5. Celebrating Milestones: Recognise and celebrate milestones and successes along the way. This keeps morale high and reinforces the progress being made.

Challenges during the implementation phase of a transformation:

1. Resistance to Change: Employees may resist changes due to fear of the unknown or discomfort with new processes. This can be mitigated through effective change management strategies, including training, support, and clear communication.
2. Resource Constraints: Insufficient resources can hinder progress. It’s crucial to ensure that the transformation is adequately funded and that the necessary personnel and technology are in place.
3. Misaligned Goals: If different parts of the organisation have conflicting goals, it can derail the transformation. Aligning goals and ensuring all departments work towards the same objectives is essential.
4. Operational Disruptions: Transformations can disrupt daily operations, affecting productivity. Planning for potential disruptions and having contingency plans in place can minimise these impacts.
5. Measurement and Adjustment: Failing to measure progress and adjust strategies as needed can lead to stagnation. Regularly reviewing KPIs and being flexible in adapting the approach is critical for ongoing success.

Key points in a successful turnaround include:

1. Leadership Commitment: Strong, committed leadership is essential. Leaders must be dedicated to the turnaround and willing to make tough decisions.
2. Clear Strategy: A well-defined strategy with specific goals and a clear roadmap helps guide the organisation through the turnaround process.
3. Engaged Workforce: Engaging and motivating employees is crucial. This can be achieved through clear communication, involvement in the process, and recognition of their contributions.
4. Customer Focus: Ensuring that customer needs and expectations are met or exceeded helps maintain loyalty and can drive revenue growth during the turnaround.
5. Financial Discipline: Maintaining strict financial controls and focusing on cash flow management ensures the organisation remains viable throughout the turnaround.
6. Continuous Improvement: A commitment to continuous improvement and agility in responding to challenges helps sustain momentum and drive long-term success.

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